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Cert Prep: Scrum Master
Kelly O'Connell
https://www.linkedin…
The Scrum Team
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The Product Owner
Summary
- Responsible for maximising the value of development team efforts
- The sole accountable party for the product the development team is building. One person not a committee or person. Ideally a person from the business.
- Needs an understanding of the Product Backlog Issues (PBI) and their priority for the business
- Has strong interpersonal skills across different levels of the organisation to negotiate
- Represents all the stakeholders of the product
- Provides sole direction to the development team. The Product Owner determines which PBIs are priority and the Dev team will only work on these.
- Minimise waste and maximise value. Work on the right thing at the right time that delivers the highest value.
- You can have a proxy but the PO has the ultimate responsibility.
Responsibilities
Product Backlog
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PO may delegate responsiblity to the development team. E.g. Delegating to a technical resource where inssuficient technical knowledge or Business Analyst to help with the Backlog refining.
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Ordering the PBIs efficiently so the team works on the priorities in the right order to maximise the value they are delivering - e.g. dependencies
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Terminate a sprint when the PBI no longer has value. It's rare but can happen and is the POs responsiblity to determine this.
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Quality or output doesn't meet expectations. Especially if it would be quicker to terminate and start over than to try and fix it (screen load times as an example)
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The Development Team
Summary
- The group of people with the necessary skills to do the work in the product backlog
- 3-9 people ideal. Too many makes it too complex with more communication issues, too few may not have enough skills.
- Aim: to produce a potentially shippable product at the end of a sprint.
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Establishing norms
Team growth stages:
- Forming
- Storming
- Norming
- Performing
Team norms goal - help all the team members express behaviours that help the team at the best of their abilities.
Interaction
- All ideas and opinions will be considered equally
- Team members will ask for help as soon as they need it
- Team members will keep their commitments
- Team members will hold each other accountable to maintaining the norms
Communication
- The team will speak respectfully to each other
- The team will thank (express gratitude) each other for contributions
Meeting interaction
- Device usage in meetings only with team consensus e.g. using laptops in meetings if the team agrees.
- meetings starting and end on time
- when meetings will start/preferred times
Decision making
- Consensus standards. Some teams will decide by consensus
- Voting rules. Where timely consensus can't be reached majority might rule
- Tiebrakers. All team members expected to honour the decision.
Conflict resolution
- Establish a process
- Set expectations
- When escalation can occur
- e.g. a team might agree to resolve conflicts among the team members first before escalating outside the team
Don't establish too many norms at the start. Add more as the team evolves and needs them. Revisit every 1-2 sprints.
Team spaces
Caves and Commons: need spaces for collaborative work as well as individual work especially depending on the type of work that needs to be done E.g. focus and concentration spaces, and conversational work. Individuals decide where they need to be for the work they need to do at the given time.
Osmotic communication: overhearing team members conversations and helps team members share information in a timely manner.
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Foundation
Scrum framework
Pillars
Inspection
Timely checks on work to assess progress toward the goal
The team regularly checks the work they are doing is moving them closer to the goal.
Adaptation
Adjustmnets are made to processes when work is not getting done.
When the team recognise their work isn't getting them to the goal or done, they adapt practices and change direction.
Transparency
Process is visible so the work and definition of done.
The people doing the work all agree on the what the work is how it will be completed and when it is done.
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Values = Trust =
Teams willing to explore,
experiment, learn and
solve tough problems
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Why choose Scrum?
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Difficult to master.
But uses emperical process control: learning from your experience to drive/change your next behaviours.
Scrum Events
Sprint planning
The product vision and backlog are transfored into an actionable plan for the delivery of a product increment.
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Structure of a session Outcomes should be:
- Sprint goal
- Backlog items for the sprint
- Sprint plan
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Write a sprint goal:
Summary of the work and the value that will be delivered in the product increment.
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Daily scrum
15 minutes, every day, attended by the scrum team and any shared resources/interested parties. Only scrum team members provide updates
Scrum aliance - whole team attends and any interested party can attend as long as they don't contribute.
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Backlog refinement
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Progressive elaboration: Take large vague requirements in the backlog and break them into smaller pieces of work that can be committed to and completed within the sprint
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Sprint review
Second to last event in the sprint, 1-4 hours depending on the sprint length (generally 2 hours), once per sprint.
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Topics covered
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Product Owner facilitates open discussion with the Stakeholders, capturing feedback and outside information that may help the Scrum Team
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Scrum Master ensures this event takes place, is facilitated and timebound.
Informal collaboration on current product increment. Invite the stakeholders, the scrum team and any shared staffing resources.
Purpose is to maximise the value of the Product Increment adapting to stakeholder feedback and adapt the Product Backlog
Sprint retrospective
1-3 hours depending on sprint length, last event in the sprint
Topics covered
Inspect how the last sprint went - regards to people, relationships, collaboration, processes and tools
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Scrum master makes sure the event takes place, is time bound and facilitated. Active participant in the event
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What went well, what didn't go well, why?
only 1-2 improvements to bring into the next sprint. What will bring the most value to the next product increment?
Scrum events give a formal opportunity for the pillars transparency, inspection and adaptation.
- Repeated once in the sprint except daily scrum
- 2 week sprints are most common
- Timeboxed - amount of time and when can change to suit the sprint length
- establish the working rhythms
- Scrum Master makes sure they happen every sprint with the right people and in the right timebox. Removing impediments for the team.
- Tools and guides are saved on google drive.
Scrum Artifacts
Product Backlog
Backlog ordering
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How ordered
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Some PBIs might have no "value" to the stakeholders, but might need to happen for other PBIs to progress.
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Ordered list of all the work that need to be done for the product. Each work item is known as a Product Backlog Item (PBIs)
PBIs characteristics: everything the Product Owner, stakeholders, Dev team say about the product to make it robust and valuable
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One backlog for a single team. If work/product is large enough that multiple teams need to work - align to a single product backlog.
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Sprint Backlog
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In Sprint planning the PO presents PBIs with most value to be included, but Dev team makes the choice on the PBIs from that list to be included in the Sprint Backlog
Only the Dev team can change the order of the PBIs in the Sprint Backlog. Additional work might be needed, some work may not be needed as new information is presented.
Product increment
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Reflects that the software is being produced iteratively and incrementally. Working on a small subset of functionality
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Definition of done
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E.g. Acceptance criteria and the team's definition of done must be met before a PBI is considered done
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If multiple teams working on Product Increment, all teams need to agree on what DoD =. Can be a DoD for the organisation
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Tracking progress
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Burn-down charts
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X axis is the number of sprint days, Y axis is the number of points (or hours remaining)
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Actual burn-line showing the team how they are progressing towards delivery of the product increment
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Burn-up charts
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X axis the sprint number, Y axis number of points to complete to finish release and hit target
Gives indication of the team's health. When it's time to investigate and ask questions to help remove impediments
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